HUMAN RESOURCE MANAGEMENT

MBA II SEM
NOTES
Unit II AND UNIT III
Job description and job specification are two similar tools, which are often used interchangeably,
but there is a subtle difference between them.

The job description is the brief statement that tells about the general information about the job. In
plain English, it is where the nature of the job is described. The job description is briefly taken
from the job analysis, and it comprises of information about the workplace, duty-timing, salary,
responsibilities and other general information.

The job specification derives from the job description; it is one of the most important readable
information for the job-hunter as it tells about the eligibility criteria for the certain post. The job
specification holds information regarding the eligibilities for the vacancy. It lets applicants know
what skills, level of experience, education, and abilities are required for the role.

Definitions of a job description and a job specification

Job description is a document which states an overview of the duties, responsibilities and
functions of a specific job in an organisation.

Job specification is a statement of the qualifications, personality traits, skills, etc. required by an
individual to perform the job.

Differences between a job description and a job specification

Content

Job description usually lists out the job title, location, job summary, working environment, duties
to be performed on the job, etc.
Job specification lists out the qualifications, experience, training, skills, emotional attributes,
mental capabilities of an individual to perform the job.

Measures

Job description measures the tasks and responsibilities attached to the job.

Job specification measures the capabilities that the job holder must possess to perform the job.

Usefulness

Job description offers ample information about the job which helps the management in
evaluating the job performance and defining the training needs of an employee.

Job specification helps the candidates who are applying for a job to analyse whether they are
eligible for a particular job or not.

Benefit

Job description statement helps the organisation to be clear about “Who should do what”.

Job specification statement helps the management to take decisions regarding promotion, bonus,
internal transfers and salary increase.

Concepts:

Before we proceed to explain the concept of job analysis, let us first understand the meaning of

the term ‘job’ itself

Job:

In simple words, a job may be understood as a division of total work into packages/positions.

According to Dale Yoder ‘, “A job is a collection or aggregation of tasks, duties and responsi-

bilities which as a whole, is regarded as a regular assignment to individual employees and which
is different from other assignments”. Thus, a job may be defined as a group of positions

involving some duties, responsibilities, knowledge and skills.

Job Analysis:

Job analysis refers to the process of collecting information about a job. In other words, it refers

to the anatomy of the job. Job analysis is performed upon ongoing jobs only. It contains job

contents. For example, what are the duties of a supervisor, grade II, what minimal knowledge,

skills and abilities are necessary to be able to adequately perform this job? How do the

requirements for a supervisor, grade II, compare with those for a supervisor, grade I? These are

the questions that job analysis answers.

Let us consider a few important definitions of job analysis.

According to Jones and Decothis “Job analysis is the process of getting information about jobs:

specially, what the worker does; how he gets it done; why he does it; skill, education and training

required; relationship to other jobs, physical demands; environmental conditions”.

Edwin B. Flippo has defined job analysis as the process of studying and collecting information

relating to the operations and responsibilities of a specific job. The immediate products of this

analysis are job descriptions and job specifications”.

In the opinion of Herbert G. Hereman III, et. al., “A job is a collection of tasks that can be

performed by a single employee to contribute to the production of some product or service

provided by the organisation. Each job has certain ability requirements (as well as certain

rewards) associated with it. Job analysis is the process used to identify these requirements”.

Now, job analysis can be defined as an assessment that describes jobs and the behaviours

necessary to perform them.

There are two major aspects of job analysis:

These are:

1. Job Description

2. Job Specification

A brief description of these follows:

Job Description:

Job description is prepared on the basis of data collected through job analysis. Job description is
a functional description of the contents what the job entails. It is a narration of the contents of a

job. It is a description of the activities and duties to be performed in a job, the relationship of the

job with other jobs, the equipment and tools involved, the nature of supervision, working

conditions and hazards of the job and so on.

All major categories of jobs need to be spelled out in clear and comprehensive manner to

determine the qualifications and skills required to perform a job. Thus, job description

differentiates one job from the other. In sum, job description is a written statement of what a job

holder does, how it is done, and why it is done.

Purposes of Job Description:

Job description is done for fulfilling the following purposes:

1. Grading and classification of jobs

2. Placement and Orientation of new employees

3. Promotions and transfers

4. Outlining for career path

5. Developing work standards

6. Counselling of employees

7. Delimitation of authority

The contents of a job description are given in Table 5.1.

Job Specification:

While job description focuses on the job, job specification focuses on the person i.e, the job

holder. Job specification is a statement of the minimum levels of qualifications, skills, physical

and other abilities, experience, judgment and attributes required for performing job effectively.

In other words, it is a statement of the minimum acceptable qualifications that an incumbent

must possess to perform a given job. It sets forth the knowledge, skills and abilities required to

do the job effectively.

Job specification specifies the physical, psychological, personal, social and behavioural charac-

teristics of the job holders. These contents of the job specification are contained in Table 5.1.

Usages of Job Specification: The usages of job specification include:

1. Personnel planning

2. Performance appraisal

3. Hiring

4. Training and development

5. Job evaluation and compensation

6. Health and safety

7. Employee discipline
8. Work scheduling

9. Career planning

Contents of Job Description and Job Specification:

The contents of job description and job specification are presented in the following Table 5.1.

Job Evaluation:
Job evaluation is a comparative process of establishing the value of different
jobs in a hierarchical order. It allows one to compare jobs by using common
criteria to define the relationship of one job to another. This serves as basis
for grading different jobs and developing a suitable pay structure for them.

It is important to mention that job evaluation cannot be the sole determining

factor for deciding pay structures because job evaluation is about
relationships, and not absolutes. The techniques used for job evaluation
include ranking, job classification, points rating, etc.
Why job analysis? (Uses):
Job analysis is useful for overall management of all personnel activities.

The same is specified as follows:

1. Human Resource Planning:
The estimates the quantity and quality of people will be required in future.
How many and what type of people will be required depends on the jobs to
be staffed. Job-related information available through job analysis is,
therefore, necessary for human resource planning.

2. Recruitment and Selection:

Recruitment succeeds job analysis. Basically, the goal of the human resource
planning is to match the right people with the right job. This is possible only
after having adequate information about the jobs that need to be staffed. It is
job analysis that provides job information. Thus, job analysis serves as basis
for recruitment and selection of employees in the organisation.

3. Training and Development:

Job analysis by providing information about what a job entails i.e.,
knowledge and skills required to perform a job, enables the management to
design the training and development programmes to acquire these job
requirements. Employee development programmes like job enlargement, job
enrichment, job rotation, etc.

4. Placement and Orientation:

As job analysis provides information about what skills and qualities are
required to do a job, the management can gear orientation programmes
towards helping the employees learn the required skills and qualities. It, thus,
helps management place an employee on the job best suited to him/her.
5. Job Evaluation:
The job evaluation refers to determination of relative worth of different jobs.
It, thus, helps in developing appropriate wage and salary structures. Relative
worth is determined mainly on the basis of information provided by job
analysis.

6.  Performance Appraisal:

Performance appraisal involves comparing the actual performance of an
employee with the standard one, i.e., what is expected of him/her. Such
appraisal or assessment serves as basis for awarding promotions, effecting
transfers, or assessing training needs. Job analysis helps in establishing job
standards which may be compared with the actual performance/contribution
of each employee.

7. Personnel Information:
Increasing number of organisations maintain computerised information about
their employees. This is popularly known as Human Resource Information
System (HRIS). HRIS is useful as it helps improve administrative efficiency
and provides decision support^ Information relating to human resources
working in the organisation is provided by job analysis only.

8. Health and Safety:

Job analysis helps in identifying and uncovering hazardous conditions and
unhealthy environmental factors such as heat, noise, fumes, dust, etc. and,
thus, facilitates management to take corrective measures to minimise and
avoid the possibility of accidents causing human injury

Process of job analysis:

Job analysis is as useful is not so easy to make. In fact, it involves a process.
Though there is no fool-proof process of making job analysis, following
are the main steps involved in job analysis:
1. Organisational Job Analysis:
Job analysis begins with obtaining pertinent information about a job’. This,
according to Terry is required to know the makeup of a job, its relation to
other jobs, and its contribution to performance of the organisation.

Such information can be had by dividing background information in various

forms such as organisation charts i.e., how the particular job is related to
other jobs; class specifications i.e., the general requirement of the job family;
job description i.e., starting point to build the revised job description, and
flow charts i.e., flow of activities involved in a particular job.

2. Selecting Representative Jobs for Analysis:

Analysing all jobs of an organisation is both costly and time consuming.
Therefore, only a representative sample of jobs is selected for the purpose of
detailed analysis.

3. Collection of Data for Job Analysis:

In this step, job data features of the job and required qualifications of the
employee are collected. Data can be collected either through questionnaire,
observation or interviews. However, due care should be taken to select and
use the method of data collection that is the most reliable in the given
situation of the job.

4. Preparing Job Description:

The job information collected in the above ways is now used to prepare a job
description. Job description is a written statement that describes the tasks,
duties and responsibilities that need to be discharged for effective job
performance.

5. Preparing Job Specification:

The last step involved in job analysis is to prepare job specification on the
basis of collected information. This is a written statement that specifies the
personal qualities, traits, skills, qualification, aptitude etc. required to
effectively perform a job. The job analysis process discussed above is now

delineated in Figure 5.1.

Unit 3

Developing human resources

Training and development

Chapter Highlights

1. Types of Needs Analyses

2. Knowledge, Skills, Abilities
3. Techniques
4. Checklist for evaluating an assessment

Training Needs Analysis: The process of identifying training needs in an organization for
the purpose of improving employee job performance.

Introduction
Today's work environment requires employees to be skilled in performing complex tasks in
an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is
needed when employees are not performing up to a certain standard or at an expected level
of performance. The difference between actual the actual level of job performance and the
expected level of job performance indicates a need for training. The identification of training
needs is the first step in a uniform method of instructional design.

A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it
or to offer the wrong kind of training. A Training Needs Analysis helps to put the training
resources to good use.

Types of Needs Analyses

Many needs assessments are available for use in different employment contexts. Sources
that can help you determine which needs analysis is appropriate for your situation are
described below.

 Organizational Analysis. An analysis of the business needs or other reasons the

training is desired. An analysis of the organization's strategies, goals, and
objectives. What is the organization overall trying to accomplish? The important
questions being answered by this analysis are who decided that training should be
conducted, why a training program is seen as the recommended solution to a
business problem, what the history of the organization has been with regard to
employee training and other management interventions.
 Person Analysis. Analysis dealing with potential participants and instructors
involved in the process. The important questions being answered by this analysis are
who will receive the training and their level of existing knowledge on the subject,
what is their learning style, and who will conduct the training. Do the employees
 have required skills? Are there changes to policies, procedures, software, or
equipment that require or necessitate training?
 Work analysis / Task Analysis. Analysis of the tasks being performed. This is an
analysis of the job and the requirements for performing the work. Also known as a
task analysis or job analysis, this analysis seeks to specify the main duties and skill
level required. This helps ensure that the training which is developed will include
relevant links to the content of the job.
 Performance Analysis. Are the employees performing up to the established
standard? If performance is below expectations, can training help to improve this
performance? Is there a Performance Gap?
 Content Analysis. Analysis of documents, laws, procedures used on the job. This
analysis answers questions about what knowledge or information is used on this job.
This information comes from manuals, documents, or regulations. It is important
that the content of the training does not conflict or contradict job requirements. An
experienced worker can assist (as a subject matter expert) in determining the
appropriate content.
 Training Suitability Analysis. Analysis of whether training is the desired solution.
Training is one of several solutions to employment problems. However, it may not
always be the best solution. It is important to determine if training will be effective in
its usage.
 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training.
Effective training results in a return of value to the organization that is greater than
the initial investment to produce or administer the training.

Principle of Assessment: Use assessment instruments for which understandable and

comprehensive documentation is available.

Knowledge, Skills, and Abilities

Today's workplace often requires employees to be independent thinkers responsible for
making good decisions based on limited information. This kind of work may require training
if the employee does not have these skills. Below is a list of various competencies that
employees may be required to posess in order to perform their jobs well.

 Adaptability
 Analytical Skills
 Action Orientation
 Business Knowledge/Acumen
 Coaching/Employee Development
 Communication
 Customer Focus
 Decision Making
 Fiscal Management
 Global Perspective
 Innovation
 Interpersonal Skills
 Leadership
 Establishing Objectives
 Risk Management
 Persuasion and Influence
 Planning
  Problem Solving
 Project Management
 Results Orientation
 Self-Management
 Teamwork
 Technology

Techniques
Several basic Needs Assessment techniques include:

 direct observation
 questionnaires
 consultation with persons in key positions, and/or with specific knowledge
 review of relevant literature
 interviews
 focus groups
 assessments/surveys
 records & report studies
 work samples

Topic --- II –TRAINING METHODS

OFF THE JOB TRAINING METHODS AND ON THE JOB TRAINING METHODS

OFF THE JOB TRAINING METHODS:

1. Technology-Based Learning

Common methods of learning via technology include:

 Basic PC-based programs
 Interactive multimedia - using a PC-based CD-ROM
 Interactive video - using a computer in conjunction with a VCR
 Web-based training programs
The forms of training with technology are almost unlimited. A trainer also gets more of the
learner''s involvement than in any other environment and trainees have the benefit of learning at
their own pace.

Example: In the trucking industry one can imagine interactive multimedia training on tractor-
trailers followed by a proficiency test to see how well the employee knows the truck.
2. Simulators
Simulators are used to imitate real work experiences.

Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges and
micro-gravity experienced on a space mission. The military also uses video games (similar to the
"shoot-em-up" ones your 14-year old plays) to train soldiers.
 Example: Truck drivers could use simulators to practice responding to dangerous driving
situations.
3. On-The-Job Training
Jumping right into work from day one can sometimes be the most effective type of training.

Here are a few examples of on-the-job training:

 Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.
 A combination of observation, explanation and practice.
 Trainers go through the job description to explain duties and answer questions.
 Use the intranet so trainees can post questions concerning their jobs and experts within the company can
answer them.
On-the-job training gives employees motivation to start the job. Some reports indicate that
people learn more efficiently if they learn hands-on, rather than listening to an instructor.
However, this method might not be for everyone, as it could be very stressful.

Example: New trucking employees could ride with experienced drivers. They could ask
questions about truck weigh stations, proper highway speeds, picking up hitchhikers, or any
other issues that may arise.
4. Coaching/Mentoring
Coaching/mentoring gives employees a chance to receive training one-on-one from an
experienced professional. This usually takes place after another more formal process has taken
place to expand on what trainees have already learned.

Here are three examples of coaching/mentoring:

 Hire professional coaches for managers (see our HR.com article on Understanding Executive Coaching)
 Set up a formal mentoring program between senior and junior managers
 Implement less formal coaching/mentoring to encourage the more experienced employees to coach the less
experienced.
Coaching/mentoring gives trainees the chance to ask questions and receive thorough and honest
answers - something they might not receive in a classroom with a group of people.

Example: Again, truck drivers could gain valuable knowledge from more experienced drivers
using this method.
5. Lectures
Lectures usually take place in a classroom-format.

It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot
of people in a short amount of time. It has been said to be the least effective of all training
methods. In many cases, lectures contain no form of interaction from the trainer to the trainee
and can be quite boring. Studies show that people only retain 20 percent of what they are taught
in a lecture.

Example: Truck drivers could receive lectures on issues such as company policies and safety.
6. Group Discussions & Tutorials
 These most likely take place in a classroom where a group of people discuss issues.

For example, if an unfamiliar program is to be implemented, a group discussion on the new

program would allow employees to ask questions and provide ideas on how the program would
work best.

A better form of training than lectures, it allows all trainees to discuss issues concerning the new
program. It also enables every attendee to voice different ideas and bounce them off one another.

Example: Truck drivers could have group discussions and tutorials on safety issues they face on
the road. This is a good way to gain feedback and suggestions from other drivers.
7. Role Playing
Role playing allows employees to act out issues that could occur in the workplace. Key skills
often touched upon are negotiating and teamwork.

A role play could take place between two people simulating an issue that could arise in the
workplace. This could occur with a group of people split into pairs, or whereby two people role
play in front of the classroom.

Role playing can be effective in connecting theory and practice, but may not be popular with
people who don´t feel comfortable performing in front of a group of people.

Example: Truck drivers could role play an issue such as a large line-up of trucks is found at the
weighing station and one driver tells another that he might as well go ahead and skip the whole
thing. Or role play a driver who gets pulled over by a police officer and doesn´t agree with the
speeding charge.
8. Management Games
Management games simulate real-life issues faced in the workplace. They attract all types of
trainees including active, practical and reflective employees.

Some examples of management games could include:

 Computer simulations of business situations that managers ´play´.
 Board games that simulate a business situation.
 Games surrounding thought and creativity - to help managers find creative ways to solve problems in the
workplace, or to implement innovative ideas.
Example: In a trucking business, managers could create games that teach truckers the impact of
late deliveries, poor customer service or unsafe driving.
9. Outdoor Training
A nice break from regular classroom or computer-based training, the usual purpose of outdoor
training is to develop teamwork skills.

Some examples include:

 Wilderness or adventure training - participants live outdoors and engage in activities like whitewater rafting,
sailing, and mountain climbing.
 Low-impact programming - equipment can include simple props or a permanently installed "low ropes"
course.
 High-impact programming - Could include navigating a 40-foot "high ropes" course, rock climbing, or
rappelling.
Outgoing and active participants may get the most out of this form of training. One risk trainers
might encounter is distraction, or people who don´t like outdoor activities.

Example: As truck drivers are often on the road alone, they could participate in a nature-training
course along with depot personnel to build esprit de corps.
10. Films & Videos
Films and videos can be used on their own or in conjunction with other training methods.

To be truly effective, training films and videos should be geared towards a specific objective.
Only if they are produced effectively, will they keep the trainees attention. They are also
effective in stimulating discussion on specific issues after the film or video is finished.

Films and videos are good training tools, but have some of the same disadvantages as a lecture -
i.e., no interaction from the trainees.

A few risks to think about - showing a film or video from an outside source may not touch on
issues directly affecting a specific company. Trainees may find the information very interesting
but irrelevant to their position in the company.

Some trainers like to show videos as a break from another training method, i.e. as a break from a
lecture instead of a coffee break.

This is not a good idea for two reasons. One: after a long lecture, trainees will usually want a
break from any training material, so a training film wouldn´t be too popular. Two: using films
and videos solely for the purpose of a break could get expensive.

Example: Videos for truckers could show the proper way to interact with customers or illustrate
preventive maintenance techniques.
11. Case Studies
Case studies provide trainees with a chance to analyze and discuss real workplace issues. They
develop analytical and problem-solving skills, and provide practical illustrations of principle or
theory. They can also build a strong sense of teamwork as teams struggle together to make sense
of a case.

All types of issues could be covered - i.e. how to handle a new product launch.

Example: Truck drivers could use case studies to learn what issues have been faced in the
trucking industry in the past and what they could do if a similar situation were to occur.
12. Planned Reading
Basically planned reading is pre-stage preparation to more formal methods of training. Some
trainees need to grasp specific issues before heading into the classroom or the team-building
session.

Planned reading will provide employees with a better idea of what the issues are, giving them a
chance to think of any questions beforehand.

Example: Here we may be stretching if we think that truckers are going to read through a lot of
material the training department sends them.
Conclusion
Many avenues exist to train employees. The key is to match the training method to the situation.
Assess each training method implemented in the organization and get feedback from trainees to
see if they learned anything. Then take the results from the most popular and most effective
methods to design a specific training program.

APPLICATIONS OF COMPUTERS IN TRAINING

In the modern workplace, computer skills are an incredibly valuable addition to any
employee’s personal portfolio. As a worker, developing and cultivating computer skills can
greatly increase your desirability to employers, and it can allow you to take on roles you might
not have previously considered. As an employer, training your employees in computer skills
can not only increase productivity but also help you stave off problems that can cost time and
significant amounts of money to fix.
Computer Skills
These days, it is hard to find a job that does not involve a computer in some way. PCs are
ubiquitous in any office environment, and even blue-collar workers may enter data into
terminals or use portable devices to look up information on the job. Even the most basic retail
cashier positions often involve the use of a computerized point-of-sale system. Familiarity and
experience with computers can benefit almost any type of worker.
Training and Experience
Training in basic computer skills can greatly affect how quickly a new hire picks up the
specific applications unique to your business. To someone without computer experience, a PC
can be an unnerving, unfamiliar piece of hardware, and the constant fear of causing some
catastrophic error can make it difficult to feel at home at the keyboard. Training new
employees in computer skills will ensure that everyone has the basic knowledge they need to
function at your business, and it can help new-hires with computer skills gain familiarity with
your specific business systems.
Productivity
Studies have shown that computers increase productivity, but those gains can only be realized
if employees are comfortable and experienced with the systems. According to the Information
Technology and Innovation Foundation, investments in technology produce gains in
productivity three to five times greater than other investments by allowing employees better
access to the information they need to do their jobs. Ensuring that your employees are trained
and familiar with computers will help them spend less time tracking down that information and
more time utilizing it to perform vital tasks for your company.
Computer Safety
Giving your employees some basic computer knowledge can also help you head off problems.
Malware programs and hackers often rely on user error or ignorance of common traps to gain
access to a system, and training your employees in how to avoid these mistakes can greatly
enhance your business’s online security. A simple training course in how to spot phishing
attempts, in which a user or Web site employs deception to extract data from unwitting
employees, may mean the difference between keeping your company’s network secure and
losing vital data to an outsider.

Developing Effective Training Programs

Developing effective training programs especially in communications will be mutually

beneficial to the employee and employer. Staff training results to a better work
environment, productivity enhancement, and improved customer services. If you have not
tried letting your employees experience practical training courses, then now is the time to
do so. You can check out online conferencing programs like ezTalks which make training
and webinars a lot easier.
Here are a few ways you can develop good effective training programs to boost employee
capabilities and skills

1. Identify the weak points

Evaluate the weaknesses of your employees, so you can set the training goal. Brainstorm
with the entire group to check which skills need to be polished. Conduct an assessment
that is designed to measure individual needs, competencies and organizational
requirements.
2. Set your objectives
Each training program should have goals that meet the needs of the organization. A fast-
food company should conduct training on good customer service and communications
because the staff interacts with customers daily. On the other hand, an internet business
should have a team of writers trained on search engine optimization techniques and the
creation of good content. Setting the objectives will help you come up with the best tools
for effective training programs.

3. Come up with a plan of action

Whether it is a detailed schedule of events or a general plan of action, you need to make a
timeline on how the development strategy will be implemented. You can choose to break
down employees into teams, so you won’t hinder the working schedule. You can also use
remote online training tools such as ezTalks to allow overseas employees to participate in
seminars held in the headquarters. A plan of action should also include pre-and post-
training activities to condition the participants and make an evaluation afterwards.
4. Look for a competent trainer
The success of the coaching highly depends on the competence and credibility of the
coach. Experience and skills are necessary considerations when choosing one. Find a
trainer whose expertise suit perfectly with your objectives.

5. Let the organization know about your plans

Hold a meeting or send an email to everyone to disseminate the conduct of the training.
Let each employee prepare mentally and psychologically before attending. Create a record
of all the staff to track their attendance and performance.
6. Check the progress
Every training should be evaluated to know whether the strategy works or not. The HR
department should generate employee feedback to identify which parts of the program
work for them. It may take the time to identify the transformations, but there will be
immediate and visible changes which should be related to the objectives.

Developing an effective employee training program is one of the best ways to prepare staff
for success. After equipping them with more knowledge and useful tools, enterprises can
get more from them, such as increased productivity and better sales.

CONCEPT OF HRD
HRD is the process of increasing knowledge skills, capabilities and positive work attitude and
value of all people working at all levels in a business undertaking.”
“Human Resource Development is a series of organized activities, conducted within a specified
time and designed to produce behavioral change.”
HRD is a process by which people in various groups are helped to acquire new competence
continuously so as to make them more self-reliant and which leads to developing a sense of pride
in them. HRD is an approach to the systematic expansion of people’s work – related abilities,
focused on the attainment of both organizational and personal goals.
According to Nadler “HRD means an organized learning experience, within a time frame, with
an objective of producing the possibility of performance change”.
According to T.V.Rao; “HRD in the organizational context is a process in which the employees
of an organization are continuously helped in a planned manner to –
1. Acquire or sharpen their capabilities that are required to perform various functions associated
with their present or expected future roles;
2. Develop their general capabilities as individuals, so as to discover and exploit their inner
potentials for their own or organizational development purposes;
3. Develop organization culture in which superior subordinate relationships, team work and,
collaboration among sub-units is strong and contributes to the professional well-being,
motivation and pride of employees.”
Further, Rao defines human resource development (HRD) as essentially consisting of these three
Cs – competencies, commitment, and culture and all three are needed to make an organization
function well. Without competencies many tasks of the organization may not be completed
productively, and lack of commitment may not provide necessary motivation to start the task let
own complete it.
And if at all is done, it is not done with dedication and thus the entire results are negatively
affected. Organizations devoid of an appropriate culture cannot last long because culture
provides the sustaining force and spirit that endures the aging of the organization. Culture
provides the oxygen needed for them to survive.
Thus we find that the basic premise on which HRD is based are:
i. Recognition of Human potential by analysis of strengths and weaknesses;
ii. Development of potential through various learning programs;
iii. Optimum utilization of the potentials thus developed by human resources.
In addition, a synchronization and proper alignment of business strategy and HRD strategy is
needed to carry out Human Resources development processes in Organizations.
Billimoria & Singh has rightly opined that “each human being is born as something new,
something that never existed before. Each is born with the capacity to win in life; each has his
own unique potentials, capabilities and limitations.” Therefore, HRD is a means to enhance an
employee’s skill, maturity, competence, self-awareness, adjustment to the environment, and
confidence. HRQ is a vehicle by which people acquire competencies. It is an approach founded
on the belief that people are capable of growth- given an environment that facilitates individual
growth.
In an organizational context HRD is a process by which the employees of an organization are
helped in a continuous and planned way to acquire and hone capabilities essential to execute
various functions related to their expected future roles.
This can be achieved by:
i. Determining and utilizing the intrinsic capability of employees for the organizational
development purposes by expanding the scope of potential as individuals.
ii. Developing and maintaining an organizational environment in which supervisor-subordinate
relationship; team work; and cooperation among sub-units are resilient and contribute to
professional well-being, motivation and satisfaction of employees.
iii. Introducing systems like performance appraisal, Organization Development, career
development, potential development, job rotation, job enlargement so that the employee gets to
know their present status and can ascertain their future plan and direction for development.
iv. By continuously helping employees acquire new skills through a process of performance
planning, feedback, training, periodic review of performance, assessment of the developmental
needs, and creation of development opportunities through training, job rotation, responsibility
definition and other mechanisms.
At this stage it is vital for us to know what HRD is not! HRD is not the regular Training that is
provided in the Organizations. If training is imparted to an employee to meet his current job
requirements, it is Training and not development. Development relates to training that is given in
order to outgrow the current job requirements. Training is designed to provide learners with
knowledge and skills needed for their present jobs whereas development involves learning that
go beyond today’s job; it has more long-term focus.
HRD can be said to be a process by which wider knowledge, skills and attitudes are acquired for
assuming higher responsibilities in a growing Organization. Therefore there are many companies
which are now readily using career development as a vehicle for organization development.

Career development is a formal approach used by business to ensure that people with proper
credentials and experiences are available when needed. Career development is the need of the
hour since development of the organization is intricately intertwined with the employees’
careers. Since, Organization development is a planned process of improving organization by
developing its structures, systems, and processes to improve effectiveness and achieving desired
goals.
The challenge for most of the companies operating in this era is to have a pool of expertise at
hand so that any threat posed by the competitive environment can be readily handled. It is as if
you either face competition or perish. Stagnancy of any kind is not acceptable. Therefore, HRD
has become the need of the hour as it aids in extenuating some of the evil consequences of
industrialization. The need to bring about system-wide changes in response to changes in the
competitive, environment has become the order of the day.
Development of a proper culture and climate in the organization is needed for providing the
needed successful restructuring. Work force empowerment and emphasis on development of core
competency by means of career development program et al leads to greater employee retention
and commitment as it is a vehicle for motivation and increasing shareholders value. All this is
facilitated by HRD practices.
Management Development Programmes (MDP)

Management Development Programmes (MDP) provide participants with the opportunity to

refocus, to immerse themselves in the latest thinking about best practice in management, and
provide them with personal and professional tools to strengthen their effectiveness as a manager
and leader. The programme also provides a global context for enhancing awareness and
organisation wide thinking, from the challenges of leading change and transformation, to
working more effectively in uncertain environments, and harnessing technology to ensure that
systems and procedures are optimised.

Management Development Programmes focus on:

 Providing knowledge about the best management practices

 Collaborative learning where participants learn from each other
 Helping participants translate their learning into action
Experienced professors, who are familiar with corporate realities, lead the programmes. Experts
and practitioners from the corporate world are also invited to share their experiences with the
participants.

Major areas of MDP are

 Logistics and Supply Chain Management
 Financial Management and Management Accounting
 Operations Management
 Strategic Marketing Management
 Management and Leadership
 Strategic HR Management
 Management Strategy
 Technology and Business